Cannes Lions 2012 – All entrants

Rewarding the direct correlation between creativity and business results

Creative Effectiveness Lions honour creativity which has shown a measurable and proven impact on a client's business – creativity that affects consumer behaviour, brand equity, sales, and where identifiable, profit.

Note: papers from the following three entrants are not available for publication: Hyundai Canada - Country Drive; Srisawad Transport Loan - Speed; Brandhouse Drive Dry Initiative - They'd Love To Meet You.

edding, a German writing tools manufacturer, created the Wall of Fame to celebrate its 50th anniversary in 2011. View Summary

edding, a German writing tools manufacturer, created the Wall of Fame to celebrate its 50th anniversary in 2011.

This took the form of an interactive live drawing board to engage creative people who know how to express their creativity with a pen but who nowadays spend most of their time online.

Since its launch in January 2011, over 330,000 unique users from over 160 countries spent an average of four minutes on the Wall of Fame and contributed almost 250,000 drawings.

In the first six months, growth in Germany was 7.6%, Europe-wide 3.4% and internationally 10.7%.

2

Swisscom TV: Lost In Val Sinestra

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Cannes Creative Lions, Creative Effectiveness Lions, 2012

Swisscom, Switzerland’s leading telecoms provider, wanted to raise awareness of its digital TV services among younger consumers, by focusing in particular on the 1000 movies that it offered via on-demand viewing. View Summary

Swisscom, Switzerland’s leading telecoms provider, wanted to raise awareness of its digital TV services among younger consumers, by focusing in particular on the 1000 movies that it offered via on-demand viewing. It chose a digital strategy that enabled consumers to create their own trailer of a film in a haunted hotel that featured their friends and could be shared easily via Facebook. The campaign achieved over 2m page views (exceeding the target by 30%) and 270,000 trailers were created (exceeding the target more than four times over). The increase in Swisscom TV’s customers by a third is claimed as an indirect result.

3

Skittles: Touch The Rainbow

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Wrigley's Skittles brand of fruit-flavoured sweets relied heavily on TV spots to drive business but it lacked a presence in the digital world, where its target market of 12 to 17-year-old Post-Milleninals spent a lot of its time, causing the brand to lose out to rivals like Maynards. View Summary

Wrigley's Skittles brand of fruit-flavoured sweets relied heavily on TV spots to drive business but it lacked a presence in the digital world, where its target market of 12 to 17-year-old Post-Milleninals spent a lot of its time, causing the brand to lose out to rivals like Maynards. Following the launch of the 'Touch' TV spot, in which everything a man touches turns into Skittles, the brand created 'non-technological touch technology' allowing consumers to touch their computer screen and watch as their finger played a starring role in five online ads. The dissemination strategy for the campaign, which was hosted on a Canadian Skittles YouTube channel, was based on establishing a presence on the websites, blogs and vlogs most frequented and trusted by teens. Skittles sales in the eight weeks after launch went up by 78%, more than 15 times the candy category rate of 5%.

Initiative Vermisste Kinder (Missing Children's Initiative), a German charity, was looking to raise awareness of its work in trying to reunite missing children with their parents. View Summary

Initiative Vermisste Kinder (Missing Children's Initiative), a German charity, was looking to raise awareness of its work in trying to reunite missing children with their parents. It created a Facebook platform and mobile app, which showed information of missing children so users could get involved in the search. To generate the traffic needed, a range of initiatives were employed communicating the idea "Deutschland findet Euch" (Germany will find you). Methods used included highlighting the cause at a high-profile soccer match, partnership with Warner Music Germany, shirts worn by the Hamburg Freezers ice hockey team, outdoor advertising on elevators and utilising celebrity-related adwords. Overall, the organisation reached aided awareness levels of 30%, and 45% of all Germans confirmed that the "missing children" topic had attained a greater saliency.

5

Shangri-La: It's In Our Nature

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International Asia-based luxury hotel brand Shangri-La saw its revenue and profits drop as a result of the recession, increasing competition and price pressure. View Summary

International Asia-based luxury hotel brand Shangri-La saw its revenue and profits drop as a result of the recession, increasing competition and price pressure.

In order to boost profits and rebuild investor confidence it needed to achieve an extra ten stays per night, per hotel, without discounts.

The chain decided to make human interaction the heart of the brand, emphasising respect, courtesy, warmth and helpfulness.

The Mexican male deodorant category is evenly divided between body sprays and antiperspirants. Unilever's Axe brand was the clear leader in the former but it struggled in the latter. View Summary

The Mexican male deodorant category is evenly divided between body sprays and antiperspirants. Unilever's Axe brand was the clear leader in the former but it struggled in the latter. The company developed a campaign aimed at establishing the Axe Dry range as the new number one brand in the antiperspirant segment. This built on previous Axe campaigns, which highlighted how women would reject sweaty men, by creating the idea of 'premature perspiration' and showing how the product could control the condition. Media investment was focused on TV and resulted in a 19% increase in Axe antiperspirant business and a 17.5% share of the segment.

9

Athenos Hummus: Party

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Kraft's Athenos brand of hummus was at risk of being delisted from retailers in the United States, following several years of steady decline. View Summary

Kraft's Athenos brand of hummus was at risk of being delisted from retailers in the United States, following several years of steady decline.

As a growing but low-advertised category, most hummus purchase decisions were made in-store by health-conscious younger consumers.

This benefitted Athenos's main competitor which had transparent packaging that showed its contents - something that did not suit the consistency of Athenos's authentic, 100% olive oil recipe.

An advertising solution was therefore required to boost sales quickly.

The strategy focused on the brand's authenticity and "Greekness", distilled down to the simple idea that Athenos is "made with respect".

An online and TV campaign targeted affluent young women with a creative idea featuring the character "Yiayia" (Greek for "grandmother"), a traditional matriarchal figure who disapproved of everything except Athenos.

Five months into the 12-month campaign, volume sales were up 10% nationally and 13% in areas where TV ran, against a 5% target.

10

NZ Lotteries: Lotto Wilson

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In 2010 the allure of New Zealand's Lotto was fading. The average weekly base sales from the lottery were in significant decline and the government sales tax had been increased. View Summary

In 2010 the allure of New Zealand's Lotto was fading. The average weekly base sales from the lottery were in significant decline and the government sales tax had been increased. The decision was made to raise the price of the Powerball game by 20%. To offset the price increase the starting jackpot was raised from $3m to $4m. In order to achieve the desired level of growth Lotto needed to get non-believers to buy into the Lotto dream. It did this with a dramatization of the lengths you would go to keep the Lotto winning ticket with a series of ads depicting a loyal dog on an epic journey to recover a winning ticket swept overboard from a boat. Press ads, billboards and messages on social media asked if anyone had seen the dog, and directed people to watch TV on the date of the launch of the dog's tale. The campaign resulted in an average weekly sales increase of 24% between 2010 and 2011, exceeding the target of 5%.

In order to maximise the limited marketing budget, the goal was to develop disruptive creative that would cause conversation.

A series of pranks were executed and filmed, where parked cars were removed and replaced with identical crushed cars.

The horrified, upset reactions of the owners were secretly filmed.

These pranks were publicised through partnerships with local radio and influential bloggers.

When the prank was revealed the brand launched a YouTube channel featuring all the content.

Following the campaign subscriptions increased by 123% and revenue grew by 40%.

12

DirecTV : Petite Lap Giraffe

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Cannes Creative Lions, Creative Effectiveness Lions, 2012

Coming into 2010/11, DIRECTV, the American direct broadcast satellite service provider, wanted to shift focus to retain high quality, loyal existing customers while maintaining high levels of new subscriber acquisitions. View Summary

Coming into 2010/11, DIRECTV, the American direct broadcast satellite service provider, wanted to shift focus to retain high quality, loyal existing customers while maintaining high levels of new subscriber acquisitions.

The creative idea lay in Gregor, an impossibly wealthy oligarch, who requires the best of everything but also appreciates good value.

Intended as a buzz-driving pop-culture icon, the element that gained the most attention was a miniature giraffe.

DIRECTV used the "Petite Lap Giraffe" to create its own cultural currency and a faux breeder's site was developed that featured the DIRECTV branding without resorting to corporate references.

During the Oligarch campaign period, DIRECTV saw a 27% y-o-y increase in net subscribers and the petitelapgiraffe.com site had over 10 million views from 185 countries in two weeks.

Average revenue per user increased by 4% through the Oligarch campaign, while PetiteLapGiraffe.com increased ARPU by a further 2%.

13

Clear Shampoo: Unbeatable Branded Drama

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Unilever had successfully launched its Clear anti-dandruff shampoo into the Chinese market but two years later it had lost momentum. View Summary

Unilever had successfully launched its Clear anti-dandruff shampoo into the Chinese market but two years later it had lost momentum. It became apparent that reinvigorating sales would require strengthening the brand's positioning and personality to ensure it stood out from the competition. With Chinese young people under intense pressure to succeed, partly as a consequence of the one-child policy, the brand was positioned as the one that winners choose. This was done through the creation of branded entertainment shown on five national channels: Unbeatable was a serial drama of 36 episodes, each lasting 45 minutes, that charted the rise of a graduate in a PR agency whose client is Clear. The stars of the show also appeared in Clear advertising and PR. As a result value sales increased 38% and market share rose 24%.

The objective was to build brand awareness among young people in order to attract 20,000 new customers and increase sales by 25%.

The creative strategy was to position SportScheck as motivational community.

The slogan "We do sports" was turned into a challenge: "We do sports.

What about you?" Uplifting TV ads showed the passion, excitement and engagement of sports.

The ads were released on YouTube and marketing included online display advertising and promotional door drops.

Prompted awareness grew by 53%, unprompted by 15% and top-of-mind awareness by 100%.

It gained 91,000 new customers and sales increased by 41%.

17

NAB Bank: Break Up

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Consumers felt that Australia's four main banks colluded to drive up bank fees and eliminate competition. View Summary

Consumers felt that Australia's four main banks colluded to drive up bank fees and eliminate competition.

NAB wanted to differentiate itself from its three major competitors, build its customer base and promote loyalty by creating a Fair Value agenda to communicate its commitment to doing things differently.

The strategy was to create buzz with a Valentine's Day 'Dear John' letter from NAB to the other banks announcing it was 'breaking up' with them to offer better value to its customers.

This stunt was supported by intensive multi-channel marketing across TV, outdoor, radio and social media – including a dedicated Break-Up blog.

As a result NAB's differentiation rose to 10% higher than its nearest competitor and it became the No.

1 bank for customer satisfaction.

18

Stanfield's: Guy at home in his underwear

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Canadian underwear maker Stanfield's planned to use social media to attract younger men to the brand. View Summary

Canadian underwear maker Stanfield's planned to use social media to attract younger men to the brand.

It did this by taking its 'we support men' proposition into a less literal area, with backing for testicular cancer awareness.

'The Guy at Home in his Underwear' campaign featured a testicular cancer survivor attempting to spend 25 straight days at home in nothing but his Stanfield's underwear.

Cameras streamed pictures 24/7, viewers could vote on daily challenges and for each Facebook 'Like', Stanfield's donated a dollar to The Canadian Cancer Society.

The results exceeded every success measure for awareness, engagement and media exposure and generated $52m for testicular cancer.

19

Ta Chong Bank: Dream Ranger

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Taiwanese bank Ta Chong only had 67 branches compared to the 300 of its main competitor. View Summary

Taiwanese bank Ta Chong only had 67 branches compared to the 300 of its main competitor.

It needed to build the brand's fame and grow business by overcoming low awareness, inaccessibility, and negative perceptions of small banks.

Using the insight that "Ta Chong" means "us", "we", "everyone" in Mandarin, the bank created a campaign celebrating the extraordinariness of ordinary people.

The key creative was a 180-second TV ad that was released during Chinese New Year and also featured in cinemas.

Shot by a famous director, using non-actors, it attracted significant earned media and caused a burst of interest in the brand.

Subsequently Ta Chong had a 42% increase in new customers, a 33% rise in mortgages, and total revenue grew by 58%, or US$267m.

Unilever's Axe male grooming brand maintains a tight focus on 16-24 year-olds, meaning that it experiences a 10-15% churn of consumers annually. A key strategy for replacing lost older consumers with new younger ones is the introduction of a new variant each year. In the deodorant category, which this case focuses on, 2008's Dark Temptation was a notable success, but was followed by two less successful launches. The latest "Excite" variant therefore had to be a success to maintain Axe's global value. Research identified young men's real female fantasy was the more obtainable "nice" girl, rather than the stereotypical but intimidating "naughty" girl. So the creative idea behind Excite was that this fragrance was powerful enough to seduce even the most angelic and virtuous of girls, which was played out across a range of local markets and media, including print, TV, cinema and OOH, as well as online and social channels. The campaign exceeded sales targets by 7% and grew volumes by over 4%.

21

Keep a Child Alive: Digital Death

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Keep a Child Alive (KCA) is a small AIDS relief organization dedicated to fighting HIV/AIDS in Africa and India. View Summary

Keep a Child Alive (KCA) is a small AIDS relief organization dedicated to fighting HIV/AIDS in Africa and India. It wanted to raise money and get people talking about AIDS again but lacked a media budget. So it came up with the idea of 'digital death': on World AIDS Day, celebrity Tweeters sent out their Last Tweet and Testament, vowing to stay off social media until $1m was raised to buy back their digital lives. The target was reached in under six days and the campaign created an unprecedented amount of coverage for a fundraising effort.

In 2010 American Express created Small Business Saturday with the objective of driving traffic and sales to small businesses across America. View Summary

In 2010 American Express created Small Business Saturday with the objective of driving traffic and sales to small businesses across America.

The day was such a success that the following year American Express set out to make it a permanent fixture of the holiday season.

That meant bringing together business owners, consumers and public officials to rally behind an annual shopping day aimed at small business.

TV, radio, banners and print ads invited shoppers to make "one small pledge" to shop at a small business on the day.

American Express created online tools to help people search for small businesses near them.

Over 500,000 small business owners used the promotional materials available through SmallBusinessSaturday.com and the official Facebook page, which were the hubs of the campaign.

Elected officials in all 50 states championed Small Business Saturday as well.

An estimated 103m Americans shopped at an independently-owned small business on November 26, 15% more than forecast.

23

Volkswagen VW Passat: Pleasure Before Business

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Volkswagen Australia wanted to use the launch of a new Passat model to inject some life into the medium-sized car segment, where marketing traditionally focused on communicating the cars' features to family-oriented, 'responsible' consumers. View Summary

Volkswagen Australia wanted to use the launch of a new Passat model to inject some life into the medium-sized car segment, where marketing traditionally focused on communicating the cars' features to family-oriented, 'responsible' consumers. It faced a paradox, however: the target audience of middle-aged Australians wants to get into nature and away from the city but needs a highly paid, generally white collar, job to be able to do it. This implies that the car they drive must look the work-part when carrying important clients or international visitors and, at the same time, must be able to carry a kayak or surfboard for leisure pursuits. The creative solution was to show that the new Volkswagen Passat squeezes living into Australian life with the tagline 'Pleasure before business'. The campaign ran in TV, print and digital and resulted in a 31% increase in sales while 90% of ad viewers felt it made the Passat seem more suitable for workdays and weekends.

24

German Bible Society: BasisBibel New Testament

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The Bible is the most widely distributed book in the world so the challenge was to create a cover design for the BasisBibel New Testament that was distinctive, enduring, non-age specific and would sell 27,000 copies in the first year. View Summary

The Bible is the most widely distributed book in the world so the challenge was to create a cover design for the BasisBibel New Testament that was distinctive, enduring, non-age specific and would sell 27,000 copies in the first year.

The cover design comprised a plain white cross against a solid, bright-coloured background.

This communicated quality, simplicity and modernity and the choice of five colours allowed more individual preference.

The translation included an index of key themes that was linked to an owned-media website to promote engagement.

The product was marketed through social media, print, trade advertising and PR, leading to the print run of 27,495 selling out in nine months.

Following the success of its 'The Man Your Man Could Smell Like' ad, Old Spice wanted to engage with fans of the character on a deeper level while continuing to drive the business. View Summary

Following the success of its 'The Man Your Man Could Smell Like' ad, Old Spice wanted to engage with fans of the character on a deeper level while continuing to drive the business. The 'Response' campaign created an interactive experience in which 'The Man Your Man Could Smell Like' personally responded to his fans via Old Spice's YouTube channel. Using proprietary monitoring software, mentions of Old Spice were pulled from social networking sites, questions selected, answers written and sent to a teleprompter. A total of 186 personalised videos were produced in two and a half days. Within a week the content had been viewed more than 52m times as the campaign created an unprecedented amount of buzz and publicity. The orginal campaign grew body wash sales by 60% over the previous year; the Response campaign helped boost the brand to a 125% increase.